Managing From The Left As You Lead From The Right – A Management Strategy For Organizational Effectiveness.

Managing from the Left as You Lead from the Right – A Management Strategy for Organizational Effectiveness

Prof. Musa Nyakora

Adventist University of Africa, Kenya

DOI: https://dx.doi.org/10.47772/IJRISS.2025.9010097

Received: 22 December 2024; Accepted: 02 January 2025; Published: 04 February 2025

ABSTRACT

This paper explores the concept of “Managing from the Left as You Lead from the Right,” a management strategy that balances empathetic, people-centered approaches with goal-oriented leadership for organizational effectiveness. Through a comprehensive literature review, it examines how this dual leadership style fosters innovation, enhances team engagement, and drives performance in dynamic and complex work environments. Key themes include the importance of emotional intelligence, adaptability, and collaboration in leadership, alongside the implementation of structured strategies for achieving organizational objectives. The paper concludes with practical insights into how organizations can adopt this hybrid management framework to navigate challenges and enhance overall productivity.

Keywords: Managerial Control, Visionary Leadership, Competencies, Organizational Change, Goals, Resources.

INTRODUCTION

The concept of “managing from the left while leading from the right” in organizational change involves balancing managerial control with visionary leadership. This duality requires integrating operational excellence and strategic foresight to effectively guide an organization through transformation (Gosling, J., & Mintzberg, H. (2003).

“The Five Minds of a Manager.” Harvard Business Review, 81(11), 54-63. Managers focus on the operational, detail-oriented aspects of running an organization, while leaders focus on long-term goals and inspiring change. Together, they create a dynamic environment where operational excellence and strategic vision drive transformation. This literature review explores the dual roles of management and leadership, focusing on their interplay to achieve organizational effectiveness (Kotter, J. P. (1990).

LITERATURE REVIEW

“Managing from the left” refers to handling the processes and systems that ensure the organization runs efficiently. It emphasizes execution, order, and accountability. Key aspects include streamlining workflows and optimizing resource utilization (Kotter, 1996). Employment of analytics to identify challenges and track progress (Emerald Insight, 2000). Usage in the identification of potential issues preparing contingencies to minimize disruptions, and ensuring clear roles and responsibilities to facilitate seamless collaboration (Moran & Brightman, 2000).

Whereas, “leading from the right” focuses on strategy, inspiration, and forward-thinking, with an emphasis on the big picture and long-term goals. Key principles include articulating a clear and compelling purpose for change (Hughes, 2018). Encouraging creativity and autonomy among employees (Kotter, 1996). Fostering organizational values that support transformation (Hughes, 2018). And anticipating market trends and technological advancements (Moran & Brightman, 2000).

Successful organizational change requires a seamless integration of managerial and leadership approaches. For instance, leaders envision the destination, while managers ensure the path is achievable and sustainable (Kotter, 1996). In addition, managers provide structure to maintain stability, while leaders encourage creativity and adaptability (Moran & Brightman, 2000). On the other hand, managers gather stakeholder feedback using tools, while leaders win buy-in through visionary communication (Hughes, 2018).

Several Practical Steps for Implementation can be adapted to implement the whole process including; Evaluate operational strengths and cultural openness for change (Hughes, 2018). Defining clear goals to align short-term objectives (managed) with long-term outcomes (led) (Kotter, 1996) and building teams to assemble detail-oriented managers and visionary leaders (Moran & Brightman, 2000). Communicate Effectively with tailored messages to operational staff (specific tasks) and strategic partners (big-picture alignment) (Hughes, 2018).  This includes monitoring and adjusting continuously to evaluate progress through KPIs and adapt strategies as necessary (Emerald Insight, 2000).

Leadership during change involves creating a compelling vision that aligns organizational goals with employees’ values. A clear, ambitious vision reduces resistance and increases engagement (Hughes, 2018). Managers address resistance by reducing restraining forces (e.g., fear and uncertainty) and amplifying driving forces (e.g., incentives and communication) (IJAAFMR, 2020). Leaders must navigate organizational politics by building coalitions and securing support for change initiatives. This requires identifying stakeholders and aligning their interests (Moran & Brightman, 2000). Combining management’s operational focus with leadership’s inspiration is essential for achieving strategic objectives ( Hughes, 2018). Practical tools such as Kurt Lewin’s Force Field Analysis and the ADKAR model support iterative learning and adaptation during change (IJAAFMR, 2020).

Case Studies Demonstrating the Success of this Strategy

Case Study 1: Toyota – Lean Management and Visionary Leadership

Toyota has successfully integrated lean management principles (“managing from the left”) with a focus on long-term vision (“leading from the right”). The Toyota Production System (TPS) emphasizes standardized processes, waste reduction, and continuous improvement (Kaizen). This approach ensures operational excellence and accountability (Liker, J. K. (2004).

In this case scenario, Toyota leaders emphasize “The Toyota Way,” which focuses on long-term thinking, respect for people, and fostering a culture of learning. Thus, Toyota’s balance of these strategies has made it a global leader in automotive innovation and quality.

Case Study 2: Netflix – Freedom and Responsibility Culture

Netflix demonstrates how managing operational details and empowering leadership coexist effectively. In the case of managing from the left, Netflix uses clear financial controls and metrics to evaluate performance, ensuring that teams meet operational objectives. On the other hand, leading from the right, their “freedom and responsibility” culture encourages employees to take ownership of decisions and innovate without micromanagement (Hastings, R., & Meyer, E. (2020). In the final analysis, Netflix has maintained its position as a market leader in streaming services while rapidly adapting to industry changes.

METHODOLOGY OF APPLICATION OF THESE STRATEGIES

Applying the “managing from the left” and “leading from the right” strategies to an organizational context involves balancing operational efficiency with visionary leadership. Here’s a step-by-step approach to implementing these strategies effectively for managing from the left as well as leading from the right respectively:

1. Understand the Current Organizational Culture

• Assessment: Evaluate the existing management and leadership styles. Are processes overly rigid, or is there a lack of clear direction?
• Action: Conduct surveys or interviews to understand employee perceptions of management and leadership within the organization.

2. Define Clear Roles and Expectations

• Managing from the Left:
  • Establish clear operational processes and metrics for success.
  • Create job descriptions and workflows to avoid ambiguity.
  • Use tools like OKRs (Objectives and Key Results) or KPIs (Key Performance Indicators) to ensure alignment across teams.
• Leading from the Right:
  • Articulate a compelling vision and mission for the organization.
  • Ensure leaders focus on long-term goals and inspire teams with the organization’s purpose.

3. Foster a Culture of Balance

• Managing from the Left:
  • Promote accountability through structured performance reviews and consistent feedback.
  • Use technology and systems to streamline operations (e.g., project management tools like Asana, Trello, or Slack).
• Leading from the Right:
  • Encourage creativity by allowing employees to experiment and take calculated risks.
  • Implement initiatives such as “innovation days” where teams can work on passion projects.

4. Invest in Training and Development

• Managing from the Left:
  • Train managers to focus on operational efficiency, resource allocation, and process optimization.
• Leading from the Right:
  • Provide leadership training to help leaders develop skills like emotional intelligence, strategic thinking, and visionary communication.

5. Align Systems and Structures

• Managing from the Left:
  • Establish formal policies and procedures that support daily operations.
  • Create clear hierarchies or organizational structures to support decision-making.
• Leading from the Right:
  • Develop cross-functional teams and flexible structures that encourage collaboration and adaptability.
  • Reward employees who take initiative and demonstrate leadership qualities, even outside their official roles.

6. Encourage Communication and Feedback

• Managing from the Left:
  • Hold regular operational meetings to discuss progress, challenges, and updates.
• Leading from the Right:
  • Organize town halls or vision-sharing sessions to inspire teams and gather input on the organization’s direction.

7. Measure and Iterate

• Managing from the Left:
  • Use data and analytics to measure the effectiveness of operational processes.
• Leading from the Right:
  • Track how well the vision is being communicated and understood. Use qualitative methods like employee sentiment analysis.
• Action: Regularly review strategies and adjust based on feedback and results.

REFERENCES

1. Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
2. (Kotter, J. P. (1990). A Force for Change: How Leadership Differs from Management. New York: Free Press.
3. Moran, J. W., & Brightman, B. K. (2000). Leading organizational change. The Career Development International, 5(2), 111–118.
4. Emerald Insight. (2000). Managing Change Effectively: Approaches and Practices. Emerald Group Publishing.
5. The Five Minds of a Manager.” Harvard Business Review, 81(11), 54-63
6. Hastings, R., & Meyer, E. (2020). No Rules Rules: Netflix and the Culture of Reinvention.
7. Hughes, M. (2018). Managing and Leading Organizational Change. Routledge.
8. IJAAFMR. (2020). The Application of Kurt Lewin’s Force Field Analysis in Organizational Change Management. International Journal of Academic Research in Accounting, Finance, and Management Sciences, 10(1), 1-10.
9. Liker, J. K. (2004). The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer.